1 operations management supply chain management. volkswagen resende plant
TRANSCRIPT
1
Operations Management
Supply Chain Management
Volkswagen Resende Plant
Volkswagen
• Brazilian plant employs 1565 workers
– 265 work for VW
– 1300 work for other sub-contractors/suppliers:
• VW employees responsible for overall quality, marketing, research and design
• Supplier/subcontractor employees responsible for supply of parts/components and overall assembly of truck, being provided space in the VW plant
• VW looks to innovative supply-chain to improve quality and drive down costs
Supply-Chain Management
• Management of all activities concerned with
– Procurement
– Transformation
– Distribution
• Involves everyone in supply-chain
• Objective: Maximize value & lower waste
• Key is to make suppliers “partners” in firm’s strategy
The Supply-Chain
Consumer
Retailer
Manufacturing
Material Flow®
Credit Flow
Supplier
Supplier Wholesaler
Retailer
Mkt research data
Order/CashFlow
Schedules
Importance of Purchasing
• Major cost center
– More wise to reduce cost than increase sales to increase
overall profits
• Affects quality of final product
• Aids strategy of low cost, response, and
differentiation
Objectives of the Purchasing Function
• Helps identify the products and services
that can be best obtained externally –
Make / Buy decisions – outsourcing?
• Develops, evaluates, and determines the
best supplier, price, and delivery for those
products and services
Supply-Chain Strategies
• Must be in sync with OM strategy which in turn should support overall company strategy
• Affects long-term competitive position
• Strategic options
– Many suppliers
– Few suppliers
– Vertical backward integration
Many Suppliers Strategy
• Many sources per item
• Lowest bidder wins order – focus on low cost
• Infrequent, large lots
• Long-term relations is not a goal
• Negotiated, sporadic
• Suppliers held responsible for reqd technology,
expertise, cost, quality and delivery competencies
Few Suppliers Strategy
• 1 or few sources per item
• Partnership (JIT); long-term, stable relations
• Allows suppliers to have economies of scale and a learning curve, thus cutting down on prodn costs
• Reliability and quality given primary importance
• Frequent, small lots
• Delivery to point of use
• Drawback – both buyer and supplier run risk of becoming captives to one another
Vertical Integration Strategy
• Ability to produce goods previously purchased– Setup operations– Buy supplier
• Results in cost reduction, quality adherence, timely delivery
• Issues– Major financial commitment
– Hard to do all things well
– Dangerous for firms in industries undergoing technological change if management not knowledgeable enough about the next wave of change
Forms of Vertical Integration
Iron Ore
Steel
Automobiles
DistributionSystem
Dealers
Silicon
IntegratedCircuits
Circuit Boards
ComputersWatches
Calculators
Farming
Flour Milling
Raw Material(Suppliers)
BackwardIntegration
CurrentTransformation
ForwardIntegration
Finished Goods(Customers)Baked Goods
Vendor Selection
• Vendor evaluationEngineering/research/innovation skillsProduction capabilityDistribution capabilityQuality systems FacilitiesFinancial and managerial strength
• Vendor development Integration of the chosen supplier to the system
• Negotiations Cost based; market based; competitive bidding